The Process of the Impact of Organizational Identification on OCB

The purpose of the paper is to reveal the influence of organizational identification (OI) on OCB directed toward organization (OCB-O) and OCB directed toward individuals (OCB-I), and explore the differences of the moderating effects of supervisors' ratings of leader-member exchange quality (LMX-L) and subordinates' ratings of LMX quality (LMX-S) in the process. Based on social exchange theory, this study took administrative staff of private small and medium enterprises in China as population. Paired samples design was used, and 437 valid paired-samples were collected finally. Data analyses were conducted by using structural equation modeling. OI indicated a positive influence on both OCB-O and OCB-I. LMX-L and LMX-S were not in one same direction and shred different moderating levels. LMX-L had no significant effects on the relationship between OI and OCB-O, nor did on the relationship between OI and OCB-I. While LMX-S strengthened both the positive relationship between OI and OCB-O, and the positive relationship between OI and OCB-I.

Autorentext

Yan Shen é um médico de PHD na administração de empresas. É professora de psicologia organizacional na Universidade de Shandong Yingcai, China. Os seus interesses de investigação incluem comportamento organizacional, liderança, e gestão de recursos humanos.